Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Abstract

PurposeThis empirical study aims to explore the linkage among authentic leadership traits and job performance via the mediating role of high-performance human resource practices (HPHRPs) in a developing country context. Social exchange theory and trait theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL) employees.Design/methodology/approachThe sample of the study is PTCL's employees. A cross-sectional design was employed and data was collected from 377 employees via questionnaire. This is an exploratory study; therefore, partial least square–structural equation modeling (PLS-SEM) was employed to answer the research questions.FindingsThe findings of this study revealed that relational transparency, directly and indirectly, influenced job performance with the partial mediating role of selective staffing and extensive training. Furthermore, balance processing, directly and indirectly, influenced job performance with the partial mediating role of incentive reward, while self-awareness, internalized moral perspective, employment security and result-oriented appraisal were insignificant influences on job performance.Practical implicationsThe results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.Originality/valueThis study found and reported authentic leadership traits and HPHR as the main sources of job performance in PTCL. This study empirically examined the influence of authentic leadership traits on job performance with the mediating role of a bundle of HPHRPs in a developing context.

Does organizational justice enhance job performance through high-performance human resource practices?

“…To address the identified gaps, we have conducted a study with a sample of PTCL employees. Same sample has been used for both organizational justice and authentic leadership as published earlier in International Journal Of Public Leadership (Zeb et al, 2020). It is difficult to adjust both constructs in a single paper.…”

The Governance Structure of Microfinance Institutions: A Comparison of Models of Sustainability and their Implication on Outreach

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“…Without a doubt, the transformational leader must hone skills in order to effectively communicate the vision and pique the interests of followers. Transformational leadership, according to (Ali et al, 2020), consists of four components: idealised influence, inspirational motivation, intellectual stimulation, and individualised consideration.…”

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